3 I Message from the Minister I am pleased to present Moving Forward Changing the safety and security culture A strategic direction for safety and security management, which outlines the direction we must take to make progress on changing the safety and security culture. Moving Forward will guide us as we apply safety and security management in our day-to-day transportation activities. Safety and security management requires that we change the way we all do business from safety and security at the operations level to a systems-wide approach. To do this Transport Canada is building upon its existing regulatory frameworks and focusing on risk management practices. Transport Canada sees safety and security management systems as a big part of the solution. The shift to managing safety and security represents a major cultural shift for many organizations. Managing safety and security means identifying and mitigating risks and threats before occurrences happen. Small problems are fixed before they turn into big ones. Isolated issues are explored to see if they are systemic. It is a shift from looking at components to managing the risks and threats of the system. Many of the concepts presented in Moving Forward are not new. What is important to note is that different sectors of industry are in various phases of studying, adopting and implementing safety and security management systems. What is new is the recognition that what is required is a change a cultural change in the practices of everyone involved in transportation activities. By working in partnership with transportation stakeholders towards our common goal of a safe, secure, efficient and sustainable transportation system, we can move forward together from vision to reality. The Honourable Lawrence Cannon Minister of Transport, Infrastructure and Communities

4 Foreword How we manage risk or what we do to prevent incidents and accidents from occurring in the first place and learning from them when they occur becomes the logical and necessary focus of our endeavours.

5 T Foreword Transport Canada (TC) has adopted safety and security management to affect a cultural shift in the transportation system. TC recognizes cultural change is a long-term endeavour. This document outlines why a different approach is needed, the approach, what is to be achieved and how progress will be made. TC s strategic direction will focus on safety and security management and the systems designed to achieve a safety and security culture. TC s regulatory oversight program is very diverse. It includes operators of many sizes, design organizations and manufacturers, shippers, and others. Applying a more comprehensive approach will require changes in the way both industry and TC address safety and security, including regulatory oversight. This will require a culture shift on the part of both industry and TC in adopting a new accountability framework for delivering on safety and security objectives. There has been an evolution of safety and security practices in transportation over the last decade. Traditionally, we have addressed safety and security by prescribing through regulations and standards and ensuring compliance. Prescribing safety and security is becoming more difficult and more demanding of limited resources. As the transportation industry continues to mature and adapt to a dynamic context, to the complexity of technology, to increased operations and to globalization; there is a need to apply modern safety and security practices. It is recognized among regulators that an entity can comply with regulations without effectively managing risks to acceptable levels. A more comprehensive approach, which includes systematically understanding and managing risks and threats in the system, will enable us to make progress on our safety and security objectives. Safety and security management systems (SMS/SeMS) are formal frameworks designed to integrate safety and security into the daily operations of a transportation enterprise. These systems combine a variety of processes that interact to achieve the overall goal of managing risks and threats. Safe and secure are relative terms, based on the best practices and conditions of the day. Safety is not an absolute condition, neither is security. There will always be risks in transportation. How we manage risk or what we do to prevent incidents and accidents from occurring in the first place; and what we learn from them when they occur becomes the logical and necessary focus of our efforts. iii

6 Table of Contents TC is building upon existing regulatory frameworks and focusing on risk management practices. Safety and security management systems (SMS/SeMS) are part of this solution.

7 M Table of Contents Minister s Message...i Foreword... iii Context for change: why do we need a different approach?... 3 Transport Canada s approach to safety and security management... 8 What we plan to achieve: a change in safety and security culture...14 Challenges and strategies: how we will make progress Appendix A: SMS/SeMS in each Mode Appendix B: Lexicon... 44

8 Context for change: why do we need a different approach? The transportation system must address enormous safety and security changes. It has become necessary to do more than prescribe and comply with safety and security requirements. TC and industry must manage risks/threats to acceptable levels.

9 T Context for change: why do we need a different approach? Transport Canada (TC) promotes the safety and security of Canada s transportation system. The aim of a safe and secure transportation system is to protect the country s citizens from events that result in the loss of or damage to life, health and property. It also enables the efficient flow of people and goods, protects the environment from pollution that can result from such events, and is an essential component for a healthy population, a high quality of life, and a prosperous economy. TC supports the safety and security objective through policy development, rule making, monitoring and enforcement, and outreach activities. Safety and Security is comprised of: Aircraft Services Civil Aviation Marine Safety Marine Security 1 Rail Safety Road Safety Security and Emergency Preparedness 2 Transport Dangerous Goods Rail and Urban Transit Security 3 TC s activities differ in terms of the industry sectors regulated, the scope and authority of regulations, and their size. Highlights of their characteristics include: Each year more than 1,200 new and modified aeronautical products built or operated in Canada require approval. Annual sales of Canadian aerospace products and services are over $20 billion, with exports of aerospace goods and services approaching $17 billion. In 2000 over 40 million passengers and 17 million vehicles travelled by ship in Canada, representing over 15 percent of worldwide ferry traffic. Between 1996 and 2005, the number of carloads originating from Canadian railways increased from 3.0 million to 5.0 million an increase of 67 percent. Canada has 22 million drivers; each driving an average of 16,000 km per year. 1 Herein referred to as Security. 2 Herein referred to as Security. 3 Herein referred to as Security.

10 In 2006, the Canadian Air Transport Security Authority screened 39 million passengers and 60 million pieces of luggage. Approximately 8,300,000 commercially available chemicals are considered dangerous goods. Despite noticeable differences within Safety and Security and the transportation sectors regulated there are many common issues: Growth Globalization Threat of terrorism Continued potential for accidents and incidents Demographics, recruitment and retention issues Limited investment in infrastructure improvement Changing government agenda TC is responsible for promoting safety and security by overseeing a diverse range of organizations and activities. Many common changes and challenges exist in the different modes and sectors. The transportation system is becoming more integrated with increased expectations that cargo and passengers can move smoothly between modes (e.g. from ship to train to motor carrier) and across borders. With the traffic growth predicted, the number of accidents could increase unless TC looks at different ways to improve safety and therefore reduce the rate of accidents. This affects the appropriateness of common safety and security promotion and oversight approaches to all modes and sectors. The similarities and differences of the changes and challenges outlined provide a complex and dynamic picture of the transportation system in Canada today. The traditional prescriptive approach to regulating operations is insufficient for addressing these changes and challenges affecting industry and TC. Safety Changes and Challenges - Industry The global environment continues to change and evolve. Dramatic growth of new markets (e.g. Asia-Pacific) is putting tremendous pressure on the transportation system in terms of productivity, capacity, supply, demand and safety. Bottlenecks are beginning to develop at key ports and there are concerns about the ability of Canada s rail and marine systems to meet current demands and future growth. Traffic levels are growing in all modes. The transportation system is becoming more integrated with increased expectations that cargo and passengers can move smoothly between modes (e.g. from ship to train to motor carrier) and across borders. Extensive advances in technology are affecting the safety of our transportation activities. Projected shortages of technical personnel in industry coupled with the forecasted and real industry growth being observed are putting significant pressure on organizations to optimize safety, security and productivity. In short, organizations have to do more work with less staff. These changes are creating challenges for the transportation industry to continue to meet the needs of Canadians.

11 Projected traffic growth may result in an unacceptable number of air accidents in Canada in the next few years. In recent years the rail industry has seen a larger than normal number of rail accidents. The marine industry in Canada has not seen a projected or real increase in accidents; however, industry growth is occurring. The road sector, which has the highest number of collisions and fatalities, has seen an increase in fatalities in 2005 after a long downward trend. With the traffic growth predicted, the number of accidents could increase unless TC looks at different ways to improve safety and therefore reduce the risk of accidents occurring. Safety Changes and Challenges Transport Canada For a number of years, TC s role has been evolving from being an owner-operator of major portions of the transportation system, to providing policy and regulatory oversight. As a result, a greater share of responsibility for safety and security is being shifted to industry. In addition, the nature of the relationship between industry and TC is changing. How TC conducts its oversight programs must reflect these changes. There is a need for accountability frameworks that can be adapted to support the changing roles and responsibilities of both TC and industry. The oversight of safety management will require traditional and new technical competencies. Statistics are projecting that 32 per cent of staff will be eligible for retirement by 2010 and over 50 per cent of technical staff will be eligible to retire between now and This provides a challenge and an opportunity for TC to recruit technical staff with both traditional and systems expertise. The SMART regulation initiative supports regulations that are less prescriptive, more performance-based, developed transparently and harmonized with international partners. Risk management is being widely implemented in government activities. In addition, many modern management directives coming from central agencies are changing how government departments, such as TC, conduct business. Advancements in safety research have shown that organizations can be compliant with prescriptive regulations yet still be unsafe 4. These changes, challenges and opportunities are creating a need for TC to regulate smarter: risk-based interventions that address systemic concerns. The Government of Canada s approach to serving Canadians is changing. How TC conducts its programs must reflect these changes. The nature of the relationship between industry and TC is changing. How TC conducts its oversight programs must reflect these changes. Advancements in safety research have shown that organizations can be compliant with prescriptive regulations yet still be unsafe 4. These changes, challenges and opportunities are creating a need for TC to regulate smarter: risk-based interventions that address systemic concerns. 4 Benner, L. Jr. (1984). What Is This Thing Called A Safety Regulation? Journal of Safety Research, Vol.14, pp

12 The threat of terrorism will remain part of our reality, with the transportation system one of its main targets. Security Changes and Challenges - Industry The enhancement and assurance of a secure transportation system in Canada are critically important given recent high profile terrorist activity (e.g. Madrid and London bombings). The threat of terrorism will remain part of our reality, with the transportation system one of its main targets. Technology is evolving at fast pace. Increasingly, advanced technology is used as a threat, as well as a means of detecting and responding to threats. The transportation system is at the core of Canada s trade and economy. Canada must take actions to ensure the confidence of the United States, our largest trading partner. Canada must strike the right balance between the need for enhanced security and the efficient movement of people and goods. These are the security changes and challenges facing Canada s transportation industry. There is a need to make substantial human and financial investments today, to meet challenges over the next five years. There is a need to focus resources intelligently, based on threats and risks as they develop given the resource constraints that exist. The key challenge facing the security sector is to find innovative and cost-effective ways to identify and mitigate security threats in the transportation system while balancing environmental and economic needs. Security Changes and Challenges Transport Canada Security has become a TC priority as a result of international security efforts. Canada is playing a substantial role in the efforts to manage security threats through a variety of initiatives, embodied by Securing an Open Society: Canada s National Security Policy, TC s Transportation Security Action Plan (TSAP), and the Security and Prosperity Partnership (SPP). The transportation sector is intricately linked across modes and regulated by multiple levels of government. TC has taken on an increasingly complex leadership role in recent years to support integrated and coordinated security regimes. There is a need to address security concerns identified by the modes (rail, urban transit, marine and aviation) and to collaborate with other government departments at all levels (international, national, provincial and municipal). The key challenge facing the security sector is to find innovative and cost-effective ways to identify and mitigate security threats in the transportation system while balancing environmental and economic needs. Evolution of Safety and Security Practices It is generally understood that transportation accidents and incidents result from a combination of factors - human, organizational, technical and environmental. It is also understood that these factors can best be mitigated at the organizational or system level as was recommended following investigation into several recent high-profile transportation accidents in the marine, rail and air sectors. Accidents are best prevented when the underlying causal factors are mitigated. Security incidents are best prevented through identification and mitigation of security gaps and weaknesses. Making the system safer and more secure requires action: understanding hazards, risks, threats and events to identify and mitigate problems at the organizational or system level.

13 To maintain the viability of the transportation system, given the changes and challenges being experienced today, a new approach to safety and security is needed if we are to continue making progress. Safety and security have traditionally been viewed as states (e.g. rail transportation is safe and secure). Over the past decade safety and security have been discussed in practical risk terms as conditions where risks/threats are managed to acceptable levels. Risk management has evolved over the past three decades and is now widely practiced in safety and security activities. Advances in safety and security practices indicate that regulators need to build upon existing regulatory frameworks and focus on risk management practices. The transportation system needs to modernize the management of safety and security. Combining safety, security, management strategies and business strategies is the next generation safety/security program designed to address organizational and system deficiencies in high-risk industries. Introducing safety management systems has been recommended to address the contributing and underlying factors in a number of recent, major transportation accidents. Current thinking and research show that safety, efficiency and productivity are linked safe operations are profitable operations. Accidents and security events cost the whole industry in both direct and indirect costs. Since the mid 1990s, safety management concepts have been used by the rail, petrochemical and nuclear power industries. These concepts have evolved from the more traditional quality and reliability programs associated with the process and manufacturing industries to the safety and security management systems being applied to high-risk industries today. Transport Canada s Strategic Direction: Safety and Security Management The transportation system must address enormous safety and security changes. It has become necessary to do more than prescribe and comply with safety and security requirements. TC and industry must manage risks/threats to acceptable levels. Furthermore, TC and industry must commit to developing and maintaining a safety and security culture that continuously improves, learns, anticipates and becomes resilient to future changes and challenges. It is generally understood that transportation accidents and incidents result from a combination of factors - human, organizational, technical and environmental. It is also understood that these factors can best be mitigated at the organizational or system level. Advances in safety and security practices indicate that regulators need to build upon existing regulatory frameworks and focus on risk management practices. The transportation system needs to modernize the management of safety and security.

14 Transport Canada s approach to safety and security management TC is committed to, and supports the use of, safety and security management throughout the transportation system. TC s policy is for industry to be accountable for systematically and proactively managing risks and threats within their transportation activities.

15 S Transport Canada s approach to safety and security management Safety and Security Management Policy Safety and security management is based on the fact that there will always be hazards, risks and threats. Therefore, systematic and proactive management is needed to identify and control them before they lead to mishaps. TC is committed to, and supports the use of, safety and security management throughout the transportation system. TC s policy is for industry to be accountable for systematically and proactively managing risks and threats within their transportation activities. TC recognizes that at the most basic level, the management of safety and security requires: Defining clear accountability and responsibility. Setting performance goals 5 and actively pursuing them. Managing safety risks and security threats systematically and proactively, including continuous improvement and learning. Monitoring and evaluating performance towards goals 5. While the basic principles seem simple enough, implementing them moving from concept to reality is the challenge. The primary reason for these difficulties is that the new policy demands cultural changes. TC is committed to, and supports the use of, safety and security management throughout the transportation system. TC s policy is for industry to be accountable for systematically and proactively managing risks and threats within their transportation activities. TC has defined SMS/SeMS to be a formalized framework for integrating safety/security into the daily operations of a transportation enterprise. One way to conceptualize SMS/SeMS is in terms of three groups of strategies: Safety/security strategies focus on ensuring compliance and preventing and/or reducing harm arising out of a firm s decisions and operations. Management strategies focus on systematizing management functions and processes to enhance or optimize organizational performance. Business strategies focus on creating and capturing shareholder value. The goal of these strategies is to systematically and proactively manage risks to acceptable levels. The goal is for SMS/SeMS to be integrated with all other management system components. While the basic principles seem simple enough, implementing them moving from concept to reality is the challenge. The primary reason for these difficulties is that the new policy demands cultural changes. 5 Goals in this context is used generally to mean goals, targets, standards, results, etc.

16 To achieve the objective of the policy, where appropriate and practicable, TC: Requires safety and security management systems. Delegates safety and security management to industry by setting standards and results to be met. Encourages voluntary adoption of safety and security management principles and/or systems. Encourages continuous improvement and learning from experience. In short, what is being changed is the accountability framework for managing risks/threats. TC is building upon existing regulatory frameworks and focusing on risk management practices. Safety and security management systems (SMS/SeMS) are part of this solution. TC will maintain the capability to apply its traditional compliance inspection and audit activity while augmenting its capability to perform system audits and assessments. Application of Safety and Security Management The application of safety and security management requires a new regulatory approach. TC is building upon existing regulatory frameworks and focusing on risk management practices. Safety and security management systems (SMS/ SeMS) are part of this solution, which take a systems approach to managing risks/threats. A systems approach means considering how a change in one part of the organization affects another. For example, SMS/SeMS aim to break down barriers to communication recognizing that the decisions or actions of any one part may have an impact on the safety/security of other parts. It is understood that a systems approach is one where the components (e.g. policies, procedures, practices, etc.) interact to create a whole that is greater than the sum of the parts. Current TC SMS regulations form an overarching set of regulations. These new regulations work in concert with existing safety regulations to better manage the risks in transportation activities. In the past, TC intervened at the operational level. Under the new approach, TC (or a delegate) will audit and assess organizations at the organizational or system level, and be able to verify that day-to-day operations are compliant. When an operator is found to have a system problem or a day-to-day problem that is left unresolved or mitigated poorly, TC will intervene at the appropriate level. TC will maintain the capability to apply its traditional compliance inspection and audit activity while augmenting its capability to perform system audits and assessments. Security and Emergency Preparedness, Marine Security, and Rail and Urban Transit Security in collaboration with key stakeholders are examining the most efficient and effective way to adopt and implement security management and SeMS. Given the diversity and complexity of the transportation system in Canada, regulating presents its own set of challenges. The extent to which each sector is regulated varies widely. For example, TC regulates all aspects of civil aviation safety; with the exception of some forms of recreational and sport activities whereas TC regulates the manufacture and import of motor vehicles; but the provinces and territories have jurisdiction over vehicle registration, driver licensing, traffic laws, road geometrics and policy. Appendix A outlines the differences. As a result, the regulatory oversight approach must be tailored to appropriately manage the risks and threats specific to each area. 10

17 There are a variety of ways to build upon our past efforts in safety and security. It is important to note that the different modes and transportation sectors are at different stages of study, adoption and implementation of safety and security management. Over the past few years, SMS have been applied to a variety of operational systems. The appropriateness of SMS/SeMS to some smaller operations 6 and manufacturing activities in different transportation sectors is currently under study. The principles of safety and security management can be applied differently depending on the nature of the organization and its transportation activities. The following diagram depicts three examples of approaches to safety and security management being implemented in different types of organizations regulated by TC. These approaches respect the differences, and at the same time maintain the core principles of safety and security management. The principles of safety and security management can be applied differently depending on the nature of the organization and its transportation activities. Complex operation (e.g. airlines, federallyregulated railway companies) Regulate SMS Establish clear account ability and responsibility. Set and actively pursue performance goals. Apply a systematic and proactive approach to managing risks an threats. Monitor and evaluate performance. Design and Production (e.g. motor vehicle manufacturing, aircraft equipment design and manufacturing) Regulate safety performance Small operations with little regulation (e.g. fishing vessels) Operations under non-federal jurisdictions (e.g. urban transit) Encourage SMS/SeMS Figure 1: Examples of approaches to safety and security management 6 This diagram provides some examples; it does not preclude other approaches. For example, The the Rail Safety Management System regulations apply to all federally regulated railway companies regardless of size. Please see Appendix A for more details. 11

18 For many complex operations, TC requires SMS. Some of the components of formal SMS/SeMS frameworks include: Management Accountability Senior Management Commitment Employee Involvement Safety/Security Policy Safety/Security Information Safety/Security as a Core Value Setting Safety/Security Goals Hazard Identification and Risk Management Safety/Security Reporting System Safety/Security Audit/Assessment Accident and Incident Reporting and Investigation Safety/Security Orientation and Recurrent Training Emergency Response Plan Documentation Quality Assurance Complex operations need to do more than implement the component pieces of SMS/SeMS; they need to integrate and interrelate the component pieces completely into the organization for the system to achieve the desired results. The system benefits come from the interaction and dependencies of the component pieces. For some design, production and manufacturing activities, TC is approaching the management of safety and security by the regulation and delegation of safety and security performance. These are formalized safety and security performance requirements that set defined standards for performance. They require systematic frameworks for integrating safety and security into the design, development and production/manufacturing of the products. These organizations typically have formal risk management and reliability engineering frameworks on which to build the capability to meet safety and security performance requirements. The principles of safety and security management can be applied differently depending on the nature of the organization and its transportation activities. For some small highly regulated operations such as small rail and aviation organizations, TC supports SMS/SeMS appropriate to their size, scope and complexity. In other small operations that are less regulated (e.g. small fishing vessels) or are under other or multiple jurisdictions (urban transit), TC is encouraging voluntary adoption of Safety and Security management principles or components at this time. TC is studying the appropriateness and feasibility of SMS/SeMS to other small operations such as those prevalent in the trucking industry. Some international harmonization efforts are requiring the introduction of SMS/SeMS (e.g. International Maritime Organization, International Civil Aviation Organization). Other international harmonization efforts require prescriptive and performance-based standards (e.g. Transport Dangerous 12

19 Goods United Nations group). In some cases, the early adoption of SMS provided leverage for a Canadian-made solution (e.g. International Civil Aviation Organization). International harmonization issues must be considered when determining the appropriateness of SMS/SeMS. SMS and SeMS share many core principles and elements, as they are both system approaches to managing risks/threats. Important differences exist which prevent a simple transfer of concepts. The key difference is that safety is concerned with accidental or unintentional losses while security is concerned with planned or intentional losses. Similarities between SMS and SeMS can facilitate extensive integration of the two systems where they both exist in an organization, and permit the use of an existing SMS as the foundation for SeMS. The goal is to manage the specific risks and threats while respecting the challenges and opportunities that are different to the different modes. This approach recognizes the need to tailor the system requirements to the nature, size, scope and complexity of the sector and/or operation. The goal is to manage the specific risks and threats while respecting the challenges and opportunities that are different to the different modes. Appendix A provides a summary of the approaches to SMS/SeMS being examined and implemented. 13

20 What we plan to achieve: a change in safety and security culture A safe and secure transportation system that contributes to Canada s social developments and security objectives.

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